This document presents a case study on change leadership at an automotive parts production company called Pemancar in Malaysia. It discusses the transition from one leadership style to another more effective style. Specifically, it examines five critical qualities of effective leadership: vision, integrity, motivation, leading change, and leading cultural changes. It also notes that leading change is difficult and involves managing risks and opportunities. The case analyzes differences between the company's original culture and new approaches to improve performance, communication, structure, and standards. It provides recommendations on change management, including communicating with employees, ensuring efficiency, allowing new leaders flexibility, and providing a structured change implementation plan.

1. Presented by –
Palash Goyal

2.  This is a case study on change leadership. By
understanding this case we can understand the
importance of change leadership. We can teach others
from our analysis what make a change leadership
transition easy and what step should be taken to make a
good leader. Also this study will help keep focus on
what makes a good leader and how to become one.

3.  The case is about Pemancar an automotive
part production company located in
Peninsular Malaysia that change leadership
takes place.
 In this case it shows you In order to be truly
effective in leadership change there are five
critical qualities that a leader must have.

4. Cont…
Qualities
Vision
Integrity,
Honesty &
Values
Motivator
Lead
Change
Lead
cultural
changes

5. Cont..
 It also shows Leading a change initiative is
one of the most difficult tasks a leader can
face.
 It is a double-edged sword with many risks
and opportunities.
 For most leaders, managing a change
initiative is a crucial role, but the
responsibilities can widely vary depending on
what type of change will be pursued.

6. Pemancar (under KL corp) NOVA
Delay in report submission. Report submission on time.
Good performance – if 90% is
achieved.
100% should be achieved.
Monthly report not in detail. Monthly report should be in detail
(each & every cost should be calculated
& shown in report.)
Pyramidal, hierarchical & Bureaucratic
type of structure.
Leaner and flatter structure.
Accuracy is not emphasized. Accuracy is must.
Poor communication system. Strong communication system.
Unsystematic working. Systematic (employees have to give
result or can leave.)

7. Cultural difference
between
KLcorp
(Japanese
quality culture)
NOVA
(European
based culture)
Main Issue:
Higher Power Distance Lower power distance

8. Sub Issues:
 Change in behavior.
 Change in information system.
- budgeting , costing , reporting.
 Change in Organizational structure.
Change in working standard of employees.

9. Supporting topics
Last but not least number three is the people, those
responsible for developing and implementing new
processes, and specifying and using new technology.
The processes, Business processes, including policies and
procedures, and business rules, which are redesigned or
realigned for new customers, or provide improved service to
existing customers.
Number two is technology and how it is driven by process.
Technology ensures greater organizational efficiency in
implementing change.

10. Recommendations:
Communicating information about changes with
employees:
•Uncertainty about management changes often creates
fear for employees about their jobs and work
environment.
•The change is never easy—people are accustomed to
a leader’s management style, the team dynamics, work
environment and expectations.

11. •Good Ventures analyzes strength, weaknesses and
Roles of existing management positions in the
Organization.
•And offer guidance when additional staff training,
restructuring, communication and team building are
necessary.
Cont..

12. Efficiency and Effectiveness should
be there in an organization:
• Leader or a manager should always keep a check on
employees that they should complete their given task
on time, so that they will be always dedicated to work
and organization can achieve their set targets.
• Leader should also have a check that there is
optimum utilization or resources , and the cost
incurred should be appropriate.

13. Board and senior team members should recognized that new
leaders will need a little room to create their own way of doing
things and fresh eyes can bring positive changes to an organization
Understanding that the new leader is not the
same as the former:
•New leaders can build on the organization’s successes, but should
not fear developing their own leadership style and putting their
fingerprints on an organization’s identity.

14. Conclusion:
•Communicating change should be structured and systematic.
•Employees are at the mercy of management to inform them
of changes.
•When there is poor communication and the rumor mill starts
spreading rumors about change, it can create resistance to the
change.
• Being proactive in communications can minimize resistance
and make employees feel like they are part of the process.

15. •Also once a change is planned, it is important to have good
communication about the rollout and implementation of the
change
•A timeline should be made for the implementation and
should make changes in the order that affect the process and
the employees who manage the process.
•An effective timeline will allow for all new equipment,
supplies or training to take place before fully implemented.
•Implementing without a logical order can create frustration
for those responsible for the work process.
Cont..